Operational excellence and transition management

Interim management focuses (you guessed it) on operational excellence, i.e. on Horizon 1. But it can lead continuous improvement workshops. Only innovation eludes him.

It must be understood that in many missions the client company is lacking in operational excellence. It is the crisis ! It is therefore necessary with all might, without hesitation and with energy:

  • restore productivity, competitiveness and fundamental standards
  • put in place an action plan to eliminate waste
  • improve operational performance
  • achieve objectives, with KPIs as deadlines
  • cut costs
  • improve customer satisfaction
  • ensure the accuracy of the information provided, the quality of the products and services

We measure the added value of an interim management mission by the speed with which the company regains a process of excellence in its operations.

A continuous improvement strategy

Operational excellence is also found in transformation and project management missions. Because whoever says change or project stage says new work habits (which should in no way lead to a decline in excellence).

The implementation of the transformation implies at each stage a strict control of the quality of the work delivered in the light of a reference system. So here too, a deviation from the expected deliverable is an error that must be corrected.

This is one of the reasons why an interim manager must be experienced, not only technically, but must already have evolved in situations of operational “non-excellence”, with the pressure of error and correction. .

And for this, good solidity, oversizing and strong managerial skills are not a luxury. And when the manager works in tandem with the partner of the interim management company, it is even more effective.

Operational Excellence and Leadership

We can never insist enough on leadership as a tool for managing the company. The objective for the company is to maintain operational efficiency through already tested levers and methodologies.

In the “horizon 1” phase of operational excellence, the leader, the interim manager, must show intransigence on the results to be achieved, but must involve the teams by giving them the means, but above all the sense of action. .

And the result of good transition leadership, especially in the event of a crisis, is pride for teams and managers in having been able to restore a situation of operational excellence through performance management and the improvement process.